Interacting with the Scrum Master
The Scrum Master is the process owner who coaches the team to stay on track using agile practices. As more work comes in, the more time-consuming it is to organize user stories and defects. The Scrum Master helps the product owner by facilitating the meetings and Sprint ceremonies to plan and review the features for development. The Scrum Master also coaches the team to collaborate with the product owner for ideating, discussing, and clarifying product direction. The Scrum Master and the product owner are a tag team, and they use each other’s strengths in leading the team towards their goals.
Interacting with the Development Team
The developers are essentially the stars in an agile project. They have the skills necessary to make the product vision a reality: business analysis, UX strategy, product design, development, data engineering, and quality assurance, to name some. They work with the product owner in clarifying what the requirements are and have the product owner review the quality of their outputs.
In agile practice, the developers are given the power to manage their own work in their own capacity. They estimate the complexity and effort to get the work done, and they shed light on the technical feasibility of product development. The product owner may not give direction or apply pressure on the developers’ estimates. Instead, the product owner works with the developers on what can be prioritized and what can be traded off.
Recommended Further Reading
The following materials may assist you in order to get the most out of this course:
Course Contents
Section 1: Agile Project Management
Section 2: Using the Agile Manifesto to Deliver Change
Section 3: The 12 Agile Principles
Section 4: The Agile Fundamentals
Section 5: The Declaration of Interdependence
Section 6: Agile Development Frameworks
Section 7: Introduction to Scrum
Section 8: Scrum Projects
Section 9: Scrum Project Roles
Section 10: Meet the Scrum Team
Section 11: Building the Scrum Team
Section 12: Scrum in Projects, Programs & Portfolios
Section 13: How to Manage an Agile Project
Section 14: Leadership Styles
Section 15: The Agile Project Life-cycle
Section 16: Business Justification with Agile
Section 17: Calculating the Benefits With Agile
Section 18: Quality in Agile
Section 19: Acceptance Criteria and the Prioritised Product Backlog
Section 20: Quality Management in Scrum
Section 21: Change in Scrum
Section 22: Integrating Change in Scrum
Section 23: Managing Change in Scrum
Section 24: Risk in Scrum
Section 25: Risk Assessment Techniques
Section 26: Initiating an Agile Project
Section 27: Forming the Scrum Team
Section 28: Epics and Personas
Section 29: Creating the Prioritised Product Backlog
Section 30: Conduct Release Planning
Section 31: The Project Business Case
Section 32: Planning in Scrum
Section 33: Scrum Boards
Section 34: Sprint Planning
Section 35: User Stories
Section 36: User Stories and Tasks
Section 37: The Sprint Backlog
Section 38: Implementation of Scrum
Section 39: The Daily Scrum
Section 40: The Product Backlog
Section 41: Scrum Charts
Section 42: Review and Retrospective
Section 43: Scrum of Scrums
Section 44: Validating a Sprint
Section 45: Retrospective Sprint
Section 46: Releasing the Product
Section 47: Project Retrospective
Section 48: The Communication Plan
Section 49: Formal Business Sign-off
Section 50: Scaling Scrum
Section 51: Stakeholders
Section 52: Programs and Portfolios